Angela Ahrendts Quotes

I can't tell you how many thousands of small moments that I've had with employees in our company that have been nothing more than a one-on-one. I'll see the baggage-services person, he or she is by himself. I'll pull them off to the side and have a 15-minute conversation about their history, their life, that kind of thing.

If you're thinking about your brand over your people, you've lost yourself.

We treat the management-to-workforce relationship as very important and will continue to invest in that relationship.

We would rather have our employees running our business.

Do you have a real interest in people who work for you? Most good leaders have that - it's hard to get someone to follow you if they feel like you hate 'em.

If you believe, as I do, that your employees truly are your most valuable asset, you will do whatever you can to help them do their jobs as well as possible.

We do all we can to proactively think about employees, how to care about them.

We take such good care of our employees. What I do is think about what I would want my employer to be like. We started helping our employees with every facet of their lives, and our HR problems went from A to Z in reverse.

Your employees come first. And if you treat your employees right, guess what? Your customers come back, and that makes your shareholders happy. Start with employees and the rest follows from that.

Building human-centered organizations doesn't imply a return to the paternalistic, corporate welfare practices of the 19th century. Most of us don't want to be nannied.

The way management treats associates is exactly how the associates will treat the customers.

What you can't buy is the loyalty that comes through our dedicated crewmembers.

You really have to understand this isn't a business where you sit in the back room and do calculations - you have to be very concerned about employees and customers, because that's really what's going to bring you success.

The magic formula that successful businesses have discovered is to treat customers like guests and employees like people.

We let folks know we're interested in them and that they're vital to us. cause they are.

As an HR Manager, you don't have to build a top-down perks program. You decide how much you want to invest in your employees, and then you give your employees the control to build a custom perk package for themselves.

Since the earliest days of Eventbrite, we've made our people core to our mission. Our culture is an ever-evolving manifestation of those on our team. As people join, we believe in earning their trust by demonstrating we'll embrace them and help them grow.

Your company is a product. Who are its customers? Your employees, who use it to do their jobs.

If you fire people, you fire customers.

Our company has to be a company that enables its people.

As a CEO, you get sucked into dealing with all the tasks of being a CEO. There's a big meeting, a big discussion, and you get into all the big issues, which is your job. But what CEOs often lose sight of is that it's all about the people who work for you. For every 1,000 decisions, 999 were being made when I was not in the room.

You can employ men and hire hands to work for you, but you must win their hearts to have them work with you.

The most valuable lesson I learned in dealing with the ups and downs was to invest in my employees - to do all I could for them when the times were good.

We want to take care of our employees, because they take care of our family.

Businesses often forget about the culture, and ultimately, they suffer for it because you can't deliver good service from unhappy employees.